LIVERPOOL John Moores University has launched a ground-breaking part-time Masters programme in Social Enterprise, the first of its kind in the UK. It is funded by the European Social Fund and will help stimulate Merseyside's social enterprise economy.

The first group of 30 budding social enterprise managers who kicked off in September last year have been awarded scholarships worth £4,000, each funded by European Social Funding. Interest is already high for this year's course with prospective students exploring a variety of funding routes.

Course leader, Manus Conaghan, was delighted at the news, which he sees as vital to the development of the local economy.

"The ultimate goal of the programme is to help ensure the long-term viability of participants' organisations," he said.

The next programme, which commences September 2004, is looking for talented social enterprise managers. Successful applicants will be taught the techniques of business planning as well as management functions such as finance, marketing and people management. The course will also focus on the development of the social economy.

"What makes the MA Social Enterprise different is that it has been designed specifically for the sector," said Manus.

"Assessments will be work-based so that participants will be able to apply newly-acquired skills for the immediate benefit of their organisations." l The majority of those joining the programme will be graduates, with at least two years management experience within the social enterprise sector. However, applications from non-graduates with significant experience are also welcomed. l For further details and an application form contact Manus Conaghan, School of Management, Liverpool John Moores University, 98 Mount Pleasant, Liverpool, L3 5UZ. Tel: 0151-231 3261 or e-mail

m.conaghan@livjm.ac.uk

What is Social Enterprise?

ASK many people what the term "social enterprise" means and you get blank looks, yet the sector is a success story locally. Social enterprises are bodies that have primarily social objectives, for example benefiting the community. That does not mean that they are not profitable.

No organisation can survive if it does not have long-term financial viability. What separates social enterprises from commercial ones is what happens to the profit. Instead of being passed to owners or shareholders it is retained within the enterprise or used within the community.

The need to be commercial though still applies and social enterprises must manage both the business and social aspects of their activities.

National government is championing the use of social enterprises. In its document "Social Enterprise: A Strategy for Success", it set out a series of key objectives. Critically these are a mix of economic and social outcomes, an indication of the need to balance these twin objectives. Legally many exist as charities or guarantee companies. Some are limited companies, but this form is not ideal as it provides shareholders with control powers that are inconsistent with the nature of social enterprise. This may change in the future as the government is introducing a new type of legal organisation, the community interest company.

So, what is it that social enterprises do? Almost everything. Examples can be found in the retail, manufacturing and service sectors. They underpin much of the economic activity of the region, for example through the provision of training and housing. They work with under-represented sections of the community in local projects or in providing access to work.

The importance of the sector can be seen in the support provided regionally. The Merseyside Social Enterprise Initiative, supported by the Northwest Development Agency, has recently produced its first interim evaluation. The initiative is supported by a group of stakeholders from across the sector, the Merseyside Social Enterprise Group. Within the sector, the Social Enterprise Network is a representative body recognised by government agencies. Finally, Liverpool

Plus, initiated by Liverpool City Council, has a broad development remit.

The same problems that beset SMEs also apply here, for example a skills gap. Similar sorts of training support to that made available to SMEs can meet this. There is though a wider problem. Managers in social enterprises need to be able to balance their organisation's social objectives with the commercial ones. Programmes such as the MA Social Enterprise at Liverpool John Moores University, supported by the European Social Fund, seek to develop individual skills and contribute to the long-term sustainability of the student's organisations.

Governmental policy at all levels is supportive and the structures to encourage the development of new social enterprises exist within Merseyside. Converting these aspirations into reality is the next challenge for the sector.